Interviews with 152 managers with extensive experience in management education identified the characteristics of effective education and specific actions that increase its return on investment: action-oriented learning, accountability for application, and ongoing review of material and key concepts. (SK)

Major trends influencing executive education include increased competition for training providers, customized programs, action learning, technology and distance delivery, experience-based methods, performance feedback, and emphasis on leadership competencies for the future, especially flexibility and adaptability. (SK)

Investigates the relationship between video, literacy, and cognitive skills. Explores the question of why to use film and television in the classroom. Presents key concepts of media literacy: messages are constructions; messages have legal, economic, and political consequences; and individuals negotiate meaning in media. (SK)

Explains ways to use music and magic as a way to interest and engage students in management education. (SK)

Drama workshops focused on empowerment were used in a master's program, a management certification program, and management development for women academics. Evaluations indicated that strong feelings and reactions were raised and sufficient time must be allocated for debriefing. Precourse preparation is essential. (Contains 28 references.) (SK)

Facilitates acquisition of reflective habits by individuals undergoing leadership development in business-related project environments. Highlights links between reflection and action learning. Characterizes the action learning methodology used and contends that this approach forms a sound setting for reflective inquiry. Describes a reflective…

In England, management policies on land use and environmental consumerism are demand led, reactive, and detached from ecological and economic realities. Education that emphasizes environmental management from a standpoint of ethics, economics, political science, and law is recommended. (SK)

Discussion of knowledge management (KM) explores the need for new roles and considers the skills mix required by the people and teams who design KM environments. Highlights include the knowledge economy; the roles of senior executives, planning teams, and implementation teams; business units; and the role of the information profession. (LRW)

Three models were used to interpret sacred texts from major religions in terms of spiritual values in organizations: Marcic's Five Dimensions of Work, Hatcher's Spiritual Growth Framework, and Fowler's stages of spiritual development. All three helped students understand the connections between the world of work and the spirit. (SK)

A course on spiritual dimensions of leadership was designed using the metaphor of an inn at a crossroads. The inn included a virtual library of Web-based texts and studio space for creativity and self-expression. Seven workshops explored the following themes: language of leadership and change, personal leadership qualities, vision and mission,…

Members of a diverse management class discuss how they explored issues of spirituality "in" and "of" work, an inclusive definition of spirituality and work, and opposition to organizational imposition of spiritual values. (SK)

Discusses six entry points to initiate discussion of employee spirituality in management education: cross-cultural management, workplace diversity, leadership, team management, organizational culture, and human resource development. (SK)

Discusses how to use benchmarking as both a quantitative and qualitative tool when reviewing management development in light of changing business strategy and organizational design. Highlights include cost effectiveness, a benchmarking framework, and the impact on human resource development (HRD) functions. (Author/LRW)

Argues for the adoption of critical pedagogy by management educators. Presents two examples of implementing critical pedagogy in content and process to illustrate potential for the transformation of organizational arrangements. (Contains 64 references.) (DDR)

Job analysis of managers in 42 Irish three-star hotels identified the following key management competencies and associated behavioral indicators. The results were used to develop a competency framework for management development. (Contains 29 references.) (SK)